Meso Carbon India Private Limited

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How Meso Carbon India Private Limited reduced firefighting using a single system of record

Bringing purchase, production and dispatch on one timeline—without adding complexity.

32%

Reduction in daily coordination time for fabrication work

32%

Reduction in daily coordination time for fabrication work

34%

Reduction in excess inventory across store and production

34%

Reduction in excess inventory across store and production

9→3 days

Improvement in order-to-dispatch lead time with fewer last-minute follow-ups

9→3 days

Improvement in order-to-dispatch lead time with fewer last-minute follow-ups

Meso Carbon India Private Limited at a glance

Meso Carbon India Private Limited is a small fabrication manufacturing unit based in Mahesana. Their day-to-day work involves coordinating orders, material availability, production execution and dispatch commitments. Earlier, updates were shared through a mix of Excel sheets, calls and WhatsApp, which made it hard to keep everyone aligned. By moving to a centralised workflow, the team standardised handovers, reduced rework in reporting, and improved execution predictability.

Fabrication

Industry

Fabrication

Industry

Small

Company Size

Small

Company Size

Mahesana, India

Location

Mahesana, India

Location

Raw material cutting plan + WIP visibility

Use Cases

Raw material cutting plan + WIP visibility

Use Cases

Challenges

Batch/lot traceability gaps made it hard to isolate which raw material caused a quality issue.

Shortage was detected only when the supervisor walked the floor, not when planning was done.

No single schedule linked orders, material availability and machine loading.

After: Predictable execution, fewer escalations

Earlier, QC holds and rework notes were kept on paper and were not visible to planning. This broke down during rejections; without traceability, isolating root cause took days and blocked dispatch. We implemented structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. QC marked holds against lots, and planners saw only cleared stock as available for production. Over time, the team built confidence because the numbers matched what they saw on the floor. The practical outcome was that teams stopped re-entering the same data and acted on exceptions early.

Cleaning masters to make reports match reality

Earlier, store stock, WIP and finished goods were tracked in separate sheets and message threads. This broke down whenever priorities changed—material looked available, but the line stalled due to bin-level shortages. We implemented a centralised workflow where each order, material requirement and update had a clear owner and timestamp. Supervisors started reviewing shortages at shift start and raised purchase/transfer requests before the line was blocked. The practical outcome was that teams stopped re-entering the same data and acted on exceptions early.

Reducing month-end surprises with traceable transactions

Earlier, the daily plan was decided in fragments—by urgency, not by capacity and material signals. This broke down as soon as urgent orders came in; jobs were half-started and WIP piled up across stages. We implemented a single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. Planning moved to a simple daily schedule linked to orders, capacity and material, reducing last-minute reshuffles. It also made owner reviews easier because key exceptions were visible without chasing the team. The practical outcome was smoother handovers between departments and more predictable daily execution.

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